EDITOR Dr. Victoria Boyd President, the GALAXY group, llc

PUBLISHER Theresa Goss Creative Director, TGo & Associates

Contributing WritersMarilyn DonnellenDr. Tamme ShinshuriRalph Stalter

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Table of Contents

4 Letter from the Editor

8 Meet the Team Dr. Tamme Shinshuri

Marilyn Donnellen

Ralph Stalter

17 The Next Path and Generation of Doing Business

11 An Overview to Business Philanthropy

13 Philantrepreneur Approach to Starting a Nonprofit

15 The Dynamic Development of Las Vegas Cultural Corridor

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y perspective through most of my career was clearly influ-

enced and driven by the nonprofit sector viewpoint. It was

passion driven and all about the cause. However, with any

cycle, life span or evolution, whatever your take on it, we all know time brings

about change. The shift was made clear when I recently listened to Michael

Drew talk about the concept of his book, Pendulum, whom he co-authored

with marketing guru Roy Williams. The concept is based on the theory that we

oscillate between a civic-minded We society and an individual Me society.

Currently, we are swinging from a Me society to a We. As noted by Drew, in

2003 the pendulum began the shift and is now headed toward a society that

will celebrate working together. Michaels presentation and theory was based

on marketing trends and was an eye-opener for me. It helped explain some

of the concepts oscillating within me. I had been delving more and more into

the for-profit, corporate world to learn more about their needs. In 2009 I was

fortunate to attend a conference in Chicago that really solidified the con-

cept. There must be a shared vision, the We is what I am seeking working

together, building strong foundations. In addition, it was supported by the

numerous articles and research reports in the industry. The nonprofit sector

was struggling because of economic shifts and also because they were still

living in the mindset of Me their cause. Funding sources became harder

and harder to secure as corporations already were making the shift to We.

Even in the desert a seedling can

emerge. Ive taught and supported

nonprofits for many years and

watched as they struggled. I asked

myself, how can I help? At the

same time I was asking, whats

next? In February 2013, I wrote

my first blog and coined the term

Philantrepreneur, a compilation of

philanthropist and entrepreneur. You

might say, why didnt you use philanthropreneur that was already in the

market place? I believe this concept has a shift and places more emphasis

on the entrepreneurial component. As it emerged, the core resources are

focused on building strong business and management strategies.

Therefore, I am so excited to release the premier edition of The Philantre-

preneur Journal!! Dedicated to the growth, support and development of this

movement that will revolutionize the way business is conducted for entre-

preneurs and nonprofits across the country. It is a new age as we witness the

maturing of cause marketing into an era of relationship building and partner-

ships to benefit the economic and social community.

What you can expect

In future editions you will gain insight and strategies on the various aspects

of being a Philantrepreneur. Our contributing authors, Marilyn Donnellen, Dr.

Letter from the Editor

Tamm Shinshuri, and Ralph Stalter, Jr., are from across the country, leaders

in their field and will add their own perspectives and viewpoints emanating

from different vantage points. We will offer entrepreneurs and nonprofits,

valuable information to build strong foundations for enduring success. We

will also on occasion feature articles from guest authors, such as accountants

and lawyers to provide a wide range of topics on business practices and

implementation strategies.

Join us

The Philantrepreneur Journal is just one benefit of membership in The Philan-

trepreneur community. The Philantrepreneur website, designed to attract

other like-minded individuals, businesses and nonprofits encourages shar-

ing, building relationships and creating partnership ventures which is the

foundation of being a Philantrepreneur.

ThePhilantrepreneur.com will be a

resource hub for training, products

and services to take your organization to the next level.

We would love your input as we travel through this journey. To submit let-

ters to the editor or articles for consideration, please

email: admin@thephilantrepreneur.com.

Dr. Victoria Boyd President, the GALAXY group, llc

Executive Editor, The Philantrepreneur Journal

r. Victoria Boyd has been a driving force in education, non-

profit and entrepreneurial endeavors as educator, trainer,

administrator and advocate throughout the country. Through

her companies she provides guidance and training in organizational

management, individual coaching and business development.

As President and Founder of the GALAXY group, llc., Dr. Boyd began her

career as a dance teacher which eventually transitioned into roles such as writer

for district and state curriculum, city-wide dance coordinator, professional

development trainer, and coordinator of numerous city and state events.

Recognized as a leader, she was offered and accepted the position of Arts/

Education Consultant for Wayne County Regional Educational Service Agency

(Wayne RESA), serving 36 school districts and numerous charter schools.

In this position she developed professional training, teacher certification

standards and other statewide educational initiatives. Concurrently, she was

highly involved in the nonprofit sector, serving in capacities such as founder,

board member, president and interim executive director. After retiring from

education, equipped with this wide array of skills, her entrepreneurial spirit

emerged, she launched the Galaxy group.llc and now serves entrepreneurs

and nonprofits as a coach and mentor.

Guided by her own passion of helping individuals and organizations grow,

Dr. Boyd authored, The Wealthy Teacher: Answering the Question, Whats

next? Influenced by the evolving environment and her personal journey,

Dr. Boyd recognized the importance of keeping passion and values as the

compass to guide your own journey. The books content supports anyone

looking to answer the question Whats next? Delivered via mastermind

programs, seminars and personal coaching, participants evolve through an

interactive process of self assessment to embracing an enterprising spirit to

launch an entrepreneurial endeavor with social enterprise at its core.

Dr. Boyds emphasis on nonprofits and entrepreneurs was the inspiration

behind coining the term Philantrepreneur. Now a brand recognized for

empowering non-profits and business to build partnerships for win-win

impact. The brand consists of a digital publication, The Philantrepreneur

Journal, an internet radio show and an interactive website which serves as

the hub for information and resources.

Dr. Boyds long career in education

and the non-profit sector has provided

her with a scope of experiences that

has made her a valuable resource. A

dynamic trainer and coach her goal is

to help others recognize that passion

combined with purpose can be the

compass that creates new rewarding

paths and opportunities.

About the Editor

Marilyn L. Donnellan

more than 30 years ago,

left a journalism career

to serve as the executive

director of a single-staff

United Way. During her

tenure with United Way,

she spearheaded resource

development and com-

munity capacity building

strategies in primarily small

to mid-sized communities in progressively larger

organizations in Washington, Oregon, California

and West Virginia. She also served as the president

and CEO of the United Ways of Texas, a member-

ship association specializing in training and public

policy advocacy for the nonprofit sector.

In January of 2000 she started her own non-

profit consulting firm, Nonprofit Management Ser-

vices, LLC (NMS). The firm works with others con-

sultants, authorized dealers and associations in the

United States and Canada who use and sell NMS

materials.

Donnellan has written three books and training

modules in use internationally: Core Elements of a

Successful Nonprofit, The Hour Series of Guides

for Nonprofit Management, and The Complete

Guide to Church Management. She is currently

working on three books for the publisher, Charity

Channel, for a series, Nonprofit Management Sim-

plified, which will be published in 2014. One of

her books is translated into the native language of

the Republic of Malawi, Africa.

Marilyn has a masters degree in administration

and a B.A. in Human Resources Management.

For more information: www.nonprofitman-

agementservices.com, or you can contact her

at marilyn157@aol.com.

ColumnistsSay welcome to our contributing columnist for The Philantrepreneur Journal. They will provide articles each edition on different

aspects of their involvement as a Philantrepreneur, concepts and approaches for either an

entrepreneur or nonprofit and support on how to evolve into a sustainable organization.

Meet the Team!

Dr. Tamm Shinshuri is the living embodiment

of the principles she brings to the world, which

is to live as an expression of unconditional love

and to be in direct deliberate action about her

life purpose and desires.

Her goal is to create with real intention each

day through her devotion to live and be in phil-

anthropic service for the expansion and evolu-

tion of humanity through educational empower-

ment.

Dr. Shinshuri is a business philanthropist de-

voted to human evolution. Her vision and mission is to ensure that more peo-

ple, through authentic living and vocational and leadership development, are

able to live empowered by eliminating the excuses that can get in the way of

their human evolution and personal prosperity.

Her first book Super Conscious Model for Living was published in 2011

to support the Personal Transformation Leadership program at OT Academy.

Her newest book Expressions of Unconditional Love and the music CD to ac-

company the book is also featured subject matter text for the Personal Trans-

formation Leadership program.

Dr. Shinshuri plans to release her newest book Chosen to Lead: My Jour-

ney of Personal Mastery and How to Reactivate Your Divine Connection in

2014. Dr. Shinshuri lives in Sacramento, California where she continues to live

out her life purpose as a prolific writer, business philanthropist, producer, and

speaker. Her website is www.shinshuri.com

Ralph Stalter grew up as the oldest of 7

children in Pittsburgh, PA, where he gradu-

ated from Duquesne University with a BA in

Speech & Communications. He went on to

earn his MFA in Acting from the School of

Theatre at Boston University, and to do post-

graduate work in Arts Administration at Columbia University.

He was fortunate enough to enjoy a 15-year theatrical career, though

most of that time was spent in executive level positions with performing arts

organizations and nonprofit theaters -- including the role of Managing Direc-

tor with three distinct members of the League of Resident Theatres (LORT).

Before relocating to Las Vegas in 2010, Ralph lived in New York City for 30

years, pursuing his second career as an information systems training profes-

sional in the healthcare, legal, banking, and insurance industries. He contin-

ues to work in technology in Las Vegas, where he serves as a Physician Sup-

port Coordinator with Sunrise Health Hospitals, where he enjoys cultivating

the spirit of life-long learning and community service among his colleagues,

clients and partners.

Ralph is excited about returning to his theatrical roots as a consultant with

Nevadas first and only member of the prestigious League of Resident The-

atres (LORT), Nevada Repertory, the sister company of Las Vegas Shakespeare

Company. He has recently been appointed Chairman of the Advisory Board

of the Cultural Corridor Theatre Center, which will transform the former Reed

Whipple Cultural Center into a permanent home to many nonprofit arts orga-

nizations in Southern Nevada.

888.639.9670 www. ipowerpay.com/#903092

By Dr. tamm shinshuri

This article is the first in a series of articles to discuss business philanthropy. What is business philan-

thropy? How can it be utilized for the new federal tax structure that has been established to allow entre-

preneurs and philanthropist create more socially beneficial enterprises?

The DilemmaTraditionally non-profit and for-profit entities have been separate and diametrically opposed busi-

ness structures. This led to business professionals traversing two different paths to accomplish their

vision, mission, and purpose. It also required them to choose between being an entrepreneur or a philan-

thropist. Entrepreneurs have the option to use a profit tax structure (e.g. sole proprietor, C-Corp, S-Corp,

or LLC) to achieve your business goals. Philanthropists have a single non-profit tax structure, commonly

known as the 501(c)(3).

Entrepreneurs where given the ability to make money. Philanthropist could not make money or only

enough to maintain business operations. Under the current taxing structure regulated by the Internal

Revenue Service (IRS), this placed huge limitations on business professionals and philanthropists who

had a desired to give and serve for a greater cause or social good. The limitations of the 501(c)(3) made it

impossible for non-profit organizations to generate the income to maintain day-to-day business opera-

tions. It made it untenable for investors and other types of business professionals to work with non-profit

business entities in a way that they could receive a return on their investment.

Ultimately, non-profit entities suffered for lack of alternative ways beyond grants, sponsorships and

donations to generate enough sustainable revenue to maintain business operations.

Dr. Tamm Shinshuri, founder and president of Shinshuri Foundation is a business philanthropist, author, producer, and speaker. She works tirelessly to live empowered and helps others live empowered too.www.shinshuri.com

An Overview to Business Philanthropy

l3C anD ameriCans for CommuniTy DevelopmenT

In 2001, Americans for Community Development (ACD) a non-profit

organization started working with the IRS to create a new taxing structure.

This new tax structure is the low-profit limited liability (L3C) corporation.

The L3C is a legal business entity in the United States that was created to

bridge the gap between non-profit and for profit investing. An L3C is a for-

profit, social enterprise venture that has a stated goal of performing a socially

beneficial purpose while receiving a financial return.

Today, entrepreneurs and philanthropist have an alternative taxing

structure available to them that they can use to create great organizations

with dual operations.

legislaTionThe L3C corporate structure has gained momentum across the United

States. Legislation has passed in several states and Indian reservations

including: California, Connecticut, Illinois, Louisiana, Maine, Michigan, North

Carolina, Rhode Island, Utah, Vermont, Wyoming, and federal jurisdiction of

Crow Indian Nation of Montana and the Oglala Sioux Tribe.

ACD and the IRS are working together to establish new legislation in more

states across the union. Their efforts have been focused on proliferation of

the L3C structure by getting more states on board to pass legislation for

adoption and use.

WhaT is Business philanThropy?While much work has been done to bring the L3C tax structure to life, very

little effort in the area of implementation and leadership has been planned

or developed. There are few options, if any, available to entrepreneurs and

philanthropists for how to start using the L3C to start a new business or

convert their existing business to this type of structure.

Business Philanthropy is an integrative, income generating business

operations model. It focuses on helping entrepreneurs and philanthropists

identify, plan, develop, and implement revenue-generating solutions. It

is a bridge that closes the gap that exists in securing investment funding

and attaining long-term profitability in any socially beneficial enterprise or

business venture.

Dr. Tamm Shinshuri founder and president of Shinshuri Foundation

created a model and leadership program called Business Philanthropy.

It aligns with the new L3C tax structureand shows entrepreneurs and

philanthropists how to become exemplary Business Philanthropists and how

to use the Business Philanthropy approach to develop and launch a

successful L3C business.

are you reaDy To Be a Business philanThropisT or

philanTrepreneur?

By marilyn l. Donnellen

Someone sees a need in their community so they start a nonprofit. Thats the traditional approach.

But there are problems with that approach. It is estimated that 50% of these start-up nonprofits will

close their doors within their first five years. Why?

1. Lack of research on who else is addressing the identified problem, leading to duplication of

services;

2. Lack of solid infrastructure, due to lack of a basic understanding of what it takes to run a

nonprofit, often because the founder has no business management experience;

3. Lack of a variety of funding methods, leading to lack of adequate funding. With an estimated

1.8 million nonprofits in the USA, the competition for limited resources is fierce. And, if the

nonprofit has more than 20% of their budget coming from any single source, and that source

dries up, the nonprofit will be in trouble;

4. Failure to have any type of business plan or strategic plan.

Because of the problems inherent in the traditional nonprofit start-up strategies, the philantrepreneur

approach to meeting community needs is often radically different, although it too can have problems.

Micro-financing strategies, developed to provide small loans to individuals in poverty, were the pre-

cursor to todays social enterprise ventures used by philantrepreneurs.

More than 20 states have either passed legislation or are considering bills on new social enterprise

structures, usually led by philantrepreneurs. Examples of these new strategies include:

1. L3C Low-profit Limited Liability Corporation, which must significantly further charitable

purposes, with production of income and appreciation of property as insignificant purposes;

Marilyn L. Donnellan, MS, President of Nonprofit Management Services, LLC with 30 years experience as CEO and consultant; international author and trainer.nonprofitmanagementservices.com

The Philantrepreneur Approach to Starting a Nonprofit

2. B Corporation (or Benefit Corporation) Corporate purpose is to

create positive material impact on society and the environment;

3. For-Profit Activity of a Nonprofit Maintains non-profit status but

pays taxes through Unrelated Business Income Tax structure (UBIT);

4. Partnerships with for-profit corporations Although designated as

501(c)3 nonprofits, these types of nonprofits often ignore traditional

start-up and funding strategies and rely on the for-profit expertise of

their founders and corporate partners.

Two examples of philantrepreneurs who started nonprofits as social

enterprise ventures are: Wayne Elsey, founder of Soles4Souls (www.

soles4souls.org), and Shawn Seipler, founder of Clean the World (www.

cleantheworld.org). Both men came from highly successful for-profit careers

but used their entrepreneurial and business skills to start non-traditional

nonprofits. They combined their business acumen with their passion to help,

partnering almost exclusively with for-profit corporations.

The philantrepreneur approach to starting nonprofits and meeting

specific needs requires this kind of outside-the-box thinking and strategies.

Such approaches should decrease the failures of start-up nonprofits because

they often have more solid infrastructures, reduce competition for funding,

have a business plan, and are founded because of unmet needs.

But be cautious. These partnerships are opposites. Charities work to

improve their communities, while corporations are primarily interested in

profit. Even so, such partnerships can impact individuals behaviors in positive

ways by improvements in health, environment, sanitation, and by decreasing

poverty.

By ralph J. sTalTer, Jr.

In January 1998, The Wallace Foundation commissioned the Urban Institute to conduct a five-year

evaluation of the Community Partnerships for Cultural Participation (CPCP) initiative. The initiative was

part of the Foundations long-term commitment to support a range of cultural organizations and private

and public arts funders to enhance broad participation and make the arts and culture an active part of

peoples everyday lives.

The published policy brief, entitled Arts and Non-Arts Partnerships: Opportunities, Challenges and

Strategies, assessed the initiative and reached the following conclusion:

Partnerships between arts and non-arts organizations can confer benefits on both parties if the

benefits are mutual and in accord with their respective missions and if the potential risks and

costs are anticipated and addressed.

Non-arts agencies can gain fresh, high quality programming that stimulates new thought, activity,

and involvement among their constituencies. Arts and cultural organizations can broaden

community awareness of their missions and services, thus increasing the public value of their

activities and offerings.

Beyond that, such arts/non-arts collaborations provide a further and more enduring dividend for

the participating organizations and the communities they serve. As arts and non-arts groups

accumulate skills and experience in effective partnerships, additional possibilities for productive

collaborations present themselves, leading to more and better opportunities for people to

participate in cultural life.

Ralph J. Stalter, Jr. Chairman, Advisory Board of the Cultural Corridor Theatre Center; management consultant to Nevada Repertory, Nevadas only member of the prestigious League of Resident Theatres (LORT).RalphStalterConsulting.com

The Dynamic Development of Las Vegas Cultural Corridor

Article series focusing on:

Foundation of The Dynamic Development of Las Vegas Cultural Corridor

1. Why is this work valuable to any community considering the develop-

ment of such a partnership model today?

a. In todays economic climate, there are economies of scope to be

realized in producing a range of cultural programs together than to

produce each one of them on its own.

i. Such economies come from businesses sharing centralized func-

tions, such as marketing, technology, payroll or financial services.

ii. They also come from interrelationships elsewher in the business

process, such as cross-selling one product alongside another,

or leveraging the artistic outputs of several organizations in a

collective programming event.

b. As Dan Brown said in The Lost Symbol, Knowledge grows

exponentially. The more we know, the greater our ability to learn, and

the faster we expand our knowledge base. Such a wealth of shared

knowledge across the partnership is beneficial in building civic

engagement, public investments and making the arts and culture

central in community and economic development.

c. Jeanne Meister, a contributor to Forbes Magazine, said that, As we

look to the future, we have to ask: Will the workplace be on-site at

our employers property, or on-demand at a collaborative space? Or

will work simply be a mindset independent of place or time of day?

i. When planning a new state-of-the-art theatrical facility, we must

consider that todays work environment is more flexible and

communication more mobile. Collective administrative services

may not require physical office space, thereby leaving the bulk

of the property available for educational programming, creative

endeavors, broader community access and extended audience

experiences!

2. The history of the Cultural Corridor as A vital and important part of

the city of Las Vegas overall plan to become a world-class city and a

welcoming destination for both locals and tourists alike (Mayor Carolyn

Goodman).

3. Ongoing activities of the Cultural Corridor Coalition cultural institutions,

local arts and culture professionals, neighborhood business owners

and residents interested in promoting this neighborhood.

4. Plans for the Cultural

Corridor Theatre Cen-

ter (CCTC), a state-of-

the-art theatrical home

for many nonprofit arts

organizations.

By Dr. ViCtoria BoyD

his issue of The Philantrepreneur Journal contains insight, from

slightly different perspectives, on the organizational models

emerging in the industry. Stepping back a bit to assess what it all

means, in my opinion, the concept of sponsorship is becoming defunct.

Instead, cause marketing is maturing into what is referred to as meaningful

marketing or impact investing. This shift is evident across the spectrum in large

and small enterprises and gaining momentum. Businesses are intertwining

social conscious messages into their branding and marketing strategies and

unfortunately those that have not made a shift are being left behind and fight

to be heard.

The relationship dynamics between for-profit and nonprofits is evolving into

a collaborative approach that benefits both. These are exciting times that

encourage communication and joint development of projects which serve

both sectors. This approach, repeatedly mentioned in this issue, is being

recognized and legislative action is spreading across the nation. It is the next

generation of doing business.

So how and where do you start to follow this path? It depends on the stage

of development, launching, existing or renewal. There is not a one size fits all

strategy and each situation has unique circumstances that need to be evalu-

ated for the desired goals and point of entry. That is the core of the Philantre-

preneur approach, to embrace multiple starting points to maximize business

growth and community impact. To define them simplistically they include:

1. Startups Build a strong foundation

a. Entrepreneurs: Use social enterprise as the model

b. Nonprofits: Develop entrepreneurial systems

2. Existing Adopt new strategies and language

a. Entrepreneurs/business: Integrate meaningful marketing into strategies

b. Nonprofits: Use marketing as the basis for developing partnerships

gaining momenTumI love this image because it depicts the past, present

and future. Weve Nonprofits and business have

been on a long road with the double yellow lines

indicating, do not cross. Yet, there is a bright future

ahead. Historically, federal and state statutes have

viewed charitable and for-profit entities as mutually exclusive organizations

whose mission statements rarely, if ever, overlap. It was the double yellow

line warning. This legal distinction is being replaced by a new class of

entrepreneurs that believe companies can pursue profit while advancing

social causes. In response to the need for a legal designation that straddles the

line between for-profits and non-profits, the US government and numerous

states are recognizing and allowing for the creations of such enterprises.

Even though discussed previously in this issue, there still may remain some

questions that require a few more details for clarification. To start, there are

three (not 2) processes currently in the industry low-profit, limited liability

companies (L3C), Benefit Corporations and B-Corp certification.

The Next Path and Generation of Doing Business

loW-profiT limiTeD liaBiliTy CorporaTions - l3C

Since 2008, L3C has been a recognized business entity that allows com-

panies to achieve modest profits while operating under a business model

that emphasized impact over profits. L3Cs were specifically designed to help

social entrepreneurs raise capital from a much broader range of investors

than are typically attracted to traditional nonprofits. To regulate, many states

across the country implemented legislation to accommodate and encourage

social enterprise. Started in Vermont in 2008 there are now 10 states that have

L3C designations and approximately 942 recognized companies.

Under Treas. Reg. 1.501(c)(3), L3C designated entities must:

1. Significantly further the accomplishment of one or more charitable or

educational purposes;

2. Be formed for the purpose of furthering said charitable or educational

purposes;

3. Not strive for the attainment of revenues or property as their primary

purpose;

4. Not be organized to further any legislative or political purposes.

BenefiT CorporaTion or B CorpAn alternative for companies wishing to operate under a standard of social

accountability is the increasingly popular B Corp. B Corps are not statutory

business forms and in fact, any business can receive B Corp certification. The

name creates some confusion because it implies you have to be a corporation,

however a sole proprietor, partnership, LLC, LLP, co-operative, or any other

type of business can be a B Corp. B Corp certification was created by B Lab,

a nonprofit organization that created an assessment tool to demonstrate an

organizations commitment to multiple stakeholders including your workers,

customers, suppliers, community, and the environment. They also must pay

a fee to join the B Corp community.

Concurrently, and adding to the confusion is the Benefit Corporation

legislation which gained momentum as an initiative launched by B Lab. A

distinct government constituency statute, Benefit Corporation legislation

has passed in 20 states and has introduced legislation in an additional 14

states. New corporations can form under one of these statutes and existing

corporations can convert into them. Benefit Corporations are required to

draft or amend their articles of incorporation to include the following five

provisions: Purpose, Accountability, Transparency, Right of Action, and Change

of Control/Purpose/Structure.

Companies that operate under these standards are legally protected and

obligated to pursue social benefits before profits. This obligation guarantees

to investors that management will operate the business in a way that furthers

their interest in social improvement.

Whichever path is selected, utilizing any of these corporate structures or

certifications indicates a commitment as a Philantrepreneur enterprise. Our

goal is to support those efforts with a variety of strategies to build relationships

between entrepreneurs and nonprofits for win-win partnerships. We hope to

help answer the three main questions regarding What, Why and How?

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Community impact AND marketing exposure 10% of every ad price goes to charity 2 resources in 2 mediums for Maximum Exposure + phenomenal pricing

The Philantrepreneur Journal A bi-monthly professional publication focuses on support and services for entrepreneurs and nonprofits. Featuring columns and feature articles, various aspects of management strategies are highlighted. Digital format has a national platform The Benefits 6 months advertising in 3 editions Full color HD digital ad audio & video inserts available* The Philantrepreneur Hub web resource center - active within 7 days of signup & 1 year placement Simple size choices Full/$499, Half/$279 and Third/$179 * Audio or Video embed option +$35

The Philantrepreneur Radio Show Aired the 1st & 3rd Wednesday each month has a national following that is growing exponentially. National guest and interviews loaded with insight, tips and strategies on building a successful social enterprise. Show Sponsor or Ad Opportunities Ad: 10 sec spot x 3/broadcast: 4 Show Package: $99 Sponsor: 2/10 sec. & 60 sec commercial & posting in show promo and events calendar: 1 Show: $89 | 4 Show Package: $299

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CoverFeaturesLetter from the EditorI Am MusicAsk Anna MariaDr May AngelouMore Information

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